1

CHAPTER-1 INTRODUCTION
1.1 INTRODUCTION
Every type of organization from raw resource extraction, manufacturing to the service industry can benefit from a quality management system. In other words, any organization that wants to develop a framework for maintaining consistent quality can achieve this by identifying the basic quality management principles that an organization must apply to give its customers confidence in the quality of the goods and services it supplies. This project mainly deals with the identifying of the customers satisfaction level and based on the level, the models are implemented in the Elmec company. The ISO represents the essential requirements that every enterprise needs to ensure the consistent production and ensure timely delivery of its goods and service to the customer. The measurement of customer satisfaction is a part of this research project and based on the information collected the standard quality system is framed during ISO implementation process. The quality management system is followed in the company for ISO 9001:2008 implementation and certification process and to follow a systematic approach in the company. The standard and continuous process is implemented in the company by overcoming the difficulties that is faced by the company in each department. The main purpose behind this is to enhance the customers. The customers play a key role in this project. Based on the customers feedback a proper methodology needs to be followed as it links all the departments staring from top management to export department. The process approach needs to be implemented in the company. Based on the observations made starting from top management to customer satisfaction, the one that is not according to the QMS requirements are corrected and standard process is implemented. The internal auditing and external auditing is

2 implemented in the organization. During the internal audit the checking is done to ensure that the company follows according to the mentioned standards and in case of any defects the CAPA method is to be followed by the company. Then the external auditing is done for certification by external auditors. Regarding the customer satisfaction, both the internal customers and external customers are considered and the external customer is based on the internal customer behaviour. The external customer expects good response, good quality product, better service from the company. Their satisfaction level are measured and corrective steps are taken.

1.2 PROBLEM STATEMENT

As customer is the main focus in the company, the products are designed and produced based on the customer requirements. The strong relationship needs to be maintained with the customers and should be treated with more care. The customer satisfaction level is measured and based on the problems, during ISO 9001:2008 implementation the difficulties are to be overcome by means of standard method and by experts judgment. The problem faced by both customers is analyzed and the relationships that exist between internal and external customers are known and in case of negative relationship before ISO implementation, the necessary steps need to be taken to overcome the problem.

1.3 RESEARCH OBJECTIVES

To identify the problems faced by the customers in ELMEC Company and based on the problem the corrective action needs to be implemented. The positive relationship needs to be maintained by the company with the customers. The internal customers are to be treated properly and training should be provided to them.

3 To understand and do the effective implementation of Quality Management System in Elmec Heaters and Controllers company. To identify the gaps between the process followed in the company and the process that is mentioned in QMS to be implemented in ELMEC. To identify the measures to improve the effectiveness of Quality management system. To improve the productivity and efficiency, often leading to cost reductions. To improved consistency of service/product performance and therefore, higher customer satisfaction levels. To improve perception of the organizations image, culture and performance. To improve communication, morale and job satisfaction - staff understand what is expected of them and each other. To gain competitive advantage and the potential for increased marketing and sales opportunities.

1.4 SCOPE OF RESEARCH

The customer satisfaction level gets increased after implementing ISO standards. The ISO when implemented share technological advances and good management practice and ensure universal level of quality for certification. The ISO standards and the QMS requirements can be well known and the implementation of ISO 9001:2008 is done. This project perform gap analysis by measuring the lack of effectiveness of the quality management system. The narrower the gap, the more effective the QMS. By mapping the process sequentially and by ensuring the operation and control of the processes the systematic approach is followed in implementation process on a continual basis.

This project aims to achieve planned result by providing resources and information necessary to support the effectiveness of these processes.

CHAPTER 2 LITERATURE REVIEW

2.1 ISO
The International Organization for Standardization, widely known as ISO, is an international-standard-setting body composed of representatives from various national standards organizations. Founded on 23 February 1947, the organization promulgates world-wide proprietary industrial and commercial standards. It is headquartered in Geneva, Switzerland. While ISO defines itself as a non-governmental organization, its ability to set standards that often become law, either through treaties or national standards, makes it more powerful than most non-governmental organizations. In practice, ISO acts as a consortium with strong links to governments. The organization's logos in its two official languages, English and French, include the word ISO and it is usually referred to by this short-form name. ISO is not an acronym or initialism for the organization's full name in either official language. Rather, the organization adopted ISO based on the Greek word (isos), meaning equal. Recognizing that the organizations initials would be different in different languages, the organization's founders chose ISO as the universal short form of its name. This, in itself, reflects the aim of the organization: to equalize and standardize across cultures.

2.2 ISO MEMBERS

ISO has 157 national members, out of the 195 total countries in the world. ISO has three membership categories: Member bodies are national bodies that are considered to be the most representative standards body in each country. These are the only members of ISO that have voting rights.

5 Correspondent members are countries that do not have their own standards organization. These members are informed about ISO's work, but do not participate in standards promulgation. Subscriber members are countries with small economies. They pay reduced membership fees, but can follow the development of standards. Participating members are called "P" members as opposed to observing members which are called "O" members.

2.3 WHO RUNS ISO?

All strategic decisions are referred to the ISO members, who meet for an annual General Assembly. The proposals put to the members are developed by the ISO Council, drawn from the membership as a whole, which resembles the board of directors of a business organization. Council meets twice a year and its membership is rotated to ensure that it is representative of ISO's membership. Operations are managed by a SecretaryGeneral, which is a permanent appointment. The Secretary-General reports to a President who is a prominent figure in standardization or in business, elected for two years.

2.4 PURPOSE OF ISO STANDARDS

Make the development, manufacturing and supply of products and services more efficient, safer and cleaner.

Facilitate trade between countries and make it fairer. Provide governments with a technical base for health, safety and environmental legislation, and conformity assessment. Share technological advances and good management practice. Disseminate innovation. Safeguard consumers and users in general, of products and services. Make life simpler by providing solutions to common problems.

2.5 ABOUT ISO 9001

ISO 9001 is the internationally recognized standard for the quality management of businesses.

It applies to the processes that create and control the products and services an organization supplies It prescribes systematic control of activities to ensure that the needs and expectations of customers are met It is designed and intended to apply to virtually any product or service, made by any process anywhere in the world. ISO 9001 is one of the standards in the ISO 9000 family.

2.6 THE BENEFITS OF ISO 9001

Implementing a Quality Management System will motivate staff by defining their key roles and responsibilities. Cost savings can be made through improved efficiency and productivity, as product or service deficiencies will be highlighted. From this, improvements can be developed, resulting in less waste, inappropriate or rejected work and fewer complaints. Customers will notice that orders are met consistently, on time and to the correct specification. This can open up the market place to increased opportunities.

2.7 HISTORY OF ISO

During World War II , there were quality problems in many British high-tech industries such as munitions, where bombs were going off in factories. The adopted solution was to require factories to document their manufacturing procedures and to prove by record-keeping that the procedures were being followed. The name of the standard was BS 5750, and it was known as a management standard because it did not specify what to manufacture, but how to manage the manufacturing process. According to Seddon , "In 1987, 9000." the British Government persuaded the International Organization for Standardization to adopt BS 5750 as an international standard. BS 5750 became ISO

ISO 9000:1987 was also influenced by existing U .S and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of management which was likely the actual intent. Since then there have been 2 versions to replace the 1987 version, one in 1994, and the 2000 version.

ISO 9000:1994 emphasized quality assurance via preventative actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the downside was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some companies, adapting and improving processes could actually be impeded by the system.

ISO 9001:2000 combines the three standards 9001, 9002, and 9003 into one, now called 9001. Design and development procedures are required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center . ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product.) The 2000 version also demands involvement by upper executives, in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal is to improve effectiveness via process performance metrics numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit.

ISO 9001:2008 standard, was released in February 2008. As with the release of previous versions, organizations registered to ISO 9001 will be given a substantial period to transition to the new version of the standard.

The applying organization is assessed based on an extensive sample of its sites, functions, products, services and processes; a list of problems ("action requests" or "non-

8 compliances ") is made known to the management. If there are no major problems on this list, the certification body will issue an ISO 9001 certificate for each geographical site it has visited, once it receives a satisfactory improvement plan from the management showing how any problems will be resolved.

2.8 QUALITY MANAGEMENT PRINCIPLES

Any organisation can benefit from implementing ISO 9001:2008 as its requirements are underpinned by eight management principles: The ISO 9001 model is based on the Eight Quality Management Principles. From these principles, tangible benefits are derived. These principles are known as the Eight Quality Management Principles. It is crucial that the QMS that you establish and implement demonstrate these principles in action. One key to better understanding of the requirements of ISO 9001 is to understand these underlying principles, and inn the operation of the quality management system, these principles must be adhered to, without fail:

Customer focus - Organizations depend on their customers and therefore should

understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations.

Leadership- Leaders establish unity of purpose and direction of the organization.

They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives.

Involvement of people- People at all levels are the essence of an organization Process approach- A desired result is achieved more efficiently when activities Systems approach to management- Identifying, understanding and managing

and their full involvement enables their abilities to be used for the organization's benefit.

and related resources are managed as a process.

interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives.

Continual improvement- Continual improvement of the organization's overall

performance should be a permanent objective of the organization.

Factual approach to decision making- Effective decisions is based on the Mutually beneficial supplier relationships- An organization and its suppliers

analysis of data and information.

are interdependent and a mutually beneficial relationship enhances the ability of both to create value.

2.9 ISO 9001 CERTIFICATION

Certifying your quality management system means having an accredited Certification Body or Registrar verify that your quality management system is in conformance with the requirements of ISO 9001:2008. Proof of this independent verification is presented in a form of a certificate, thus an "ISO 9001 Certificate". However, there is a bit of confusion with regards to the related terms. In the context of ISO 9001:2008, certification refers to the issuing of written assurance (the certificate) by an independent external body that it has audited a management system and verified that it conforms to the requirements specified in the standard, while registration means that the auditing body then records the certification in its client register. So, the organizations management system has been both certified and registered. Therefore, the difference between the two terms is not significant and both are acceptable for general use. Certification is the term most widely used worldwide, although registration is often preferred in North America, and the two are used interchangeably. On the contrary, using accreditation as an interchangeable alternative for certification or registration is a mistake, because it means something different. Accreditation refers to the formal recognition by a specialized body an accreditation body that a certification body is competent to carry out ISO 9001 certification in specified business sectors. In any audit, your organization must provide evidence of the effective implementation of the QMS. Clause 3.8.1 of ISO 9000:2005 defines objective evidence as data supporting the existence or variety of something and notes that objective evidence may be obtained through observation, measurement, test, or other means. Objective evidence does not necessarily depend on the existence of

10 documented procedures, records or other documents, except where specifically mentioned in ISO 9001:2008. In some cases, (for example, in clause 7.1(d) Planning of product realization, and clause 8.2.4 Monitoring and measurement of product), it is up to the organization to determine what records are necessary in order to provide this objective evidence.

By implementing ISO the improvements can be developed, resulting in less waste, inappropriate or rejected work and fewer complaints thereby contributing to the future success and profitability of the company.

The non-conformities in the process or product is identified by auditing and the corrective action can be implemented to meet the QMS requirements.. This project helps to perform analysis of data providing information related to customer satisfaction, conformity to product requirement, characteristics and trends of product and process including opportunities for preventive action, and suppliers.

This project helps to improve the operational efficiency and can have access to new markets by doing external auditing.

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CHAPTER 3 COMPANY PROFILE

3.1 ABOUT BMQR

BMQR Certifications Pvt. Ltd is one of the fastest growing certification body consisting of highly experienced professionals offering the latest systems certification and promoting quality concepts. The auditors are highly experienced and trained to carry out assessments. Our clients are assured with the competency and integrity of auditors. They are qualified and meet all the requirements of the International Register of Certified Auditors (IRCA). It understands the importance of impartiality in carrying out its management system certification activities, manages conflict of interest and ensures the objectivity of its management system certification activities. 3.1.1 Mission Statement BMQR is to provide registration services for building confidence in products and services and for improving the competitiveness of industries and service organization in India. 3.1.2 Services The management system certification provided in BMQR is ISO 9001:2008 ISO 14001:2004 OHSAS 18001:2007 ISO 20000-1:2005 ISO/TS 16949:2009

12 ISO 27001:2005 ISO 22000:2005 ISO 13485:2003

3.1.3 Their clients

Business Name A.D.K Victory Educational Charitable Trust A.N.N Hospital A.R. College of Engineering & Technology Aachi Masala Foods (P) Ltd Aascar Promoters PVt Ltd ABC Environ Solutions Pvt. Ltd. ABC Environ Solutions Pvt. Ltd. ABC Environ Solutions Pvt. Ltd. Abhay Associates ADHAVAN ELECTRONICS Adhere Polymer

Standard ISO 9001:2008 ISO 9001:2000 ISO 9001:2008

Location Thiruvallur Chennai Tirunelveli

Status Certified Certified Certified

ISO 9001:2008

Chennai

Certified

ISO 9001:2008

Vellore

Certified

ISO 9001:2008 OHSAS 18001:2007 ISO 14001:2004 ISO 9001:2008 ISO 9001:2008 ISO 9001:2000

Chennai

Certified

Chennai

Certified

Chennai Chennai Madurai, Tamilnadu Chennai Chennai

Certified Certified Certified Certified Certified

Adhi Parashakthi Industries ISO 9001:2008

13 Aditya Industries Aegis Automation India Pvt. Ltd. Agarwal Detergents Ahmed Enterprises AKRITI OCULOPLASTY LOGISTICS Akshay Industries Akshaya Induction Services Pvt Ltd Alpha Labs and Technologies Altron Security Engineering Pvt Ltd Amar Institute Amma Education and Service Center Amruth Agro Farms (P) Ltd. Angappa College of Arts and Science Anglo Anishaa Lab Aqua Power Engineering ISO 9001:2008 ISO 9001:2008 Chennai Andhra Pradesh Mahaboobnaga r, AP Hyderabad HYDERABAD , AP Jaysingpur, Maharashtra Chennai Certified Certified

ISO 9001:2008 ISO 9001:2008 ISO 9001: 2008

Certified Certified Certified

ISO 9001:2008

Certified

ISO 9001:2008

Certified

ISO 9001:2000

Coimbatore

Suspended

ISO 9001:2008 ISO 9001:2008 ISO 9001:2008

Chennai Chennai Coimbatore

Certified Certified Certified

ISO 9001:2008

Andhra Pradesh

Certified

ISO 9001:2008 ISO 9001:2008 ISO 9001:2008 ISO 9000:2008

Coimbatore Chennai Chennai Chennai

Certified Certified Certified Certified

14

3.2 ABOUT ELMEC HEATRES AND CONTROLLERS

Elmec Heaters and Controllers designs, manufacturers and exports all types of Industrial Electric Heaters, Heating Elements, Band Heater, MICA Band Heaters, Ceramic Band Heaters, Strip Heaters, Tubular Heaters, Cartridge Heater, Hot Runner Heater & Bushes, Manifold Heaters, Infrared Heaters, Cast-in Heaters, Roller Heaters, Temperature Controllers, Thermocouples , Hot Runner Controllers, Heating Equipments, Hopper Dryers, Ovens, Insulation Jackets,Mould Temperature Controllers and Control Panels. Elmec Heaters is one of the most sought after brands in INDIA and it is now positioning itself well in the global markets. Elmec offers the most complete product line in the industry. With more than a million designs on file, we have the heaters, sensors and controls to meet your needs. We also represent OPKON, Shimax range of automation products.

Established in the year 1975 Elmec Heaters & Controllers pioneering itself as the manufacturer of products that meet the most challenging applications. Elmec can provide a single-source responsibility for the components of the entire thermal system.
Production of electrical heating elements for various applications has been our specialty for more than 25 years. Elmec offers customized heaters using the most up to date technologies. With its rich experience Elmec is very much adaptive to the customers requirements to offer the best technical solution at the most cost effective price.

3.2.1 Their Products Heaters Band Heaters Strip Heaters Tubular Heaters Catridge Heaters

15 Hot Runner Heaters Roller Heaters

Controllers Temperature controllers Thermo couples Hot runner controllers

3.2.2 International Opportunities Elmec Heaters and Controllers is looking for qualified dealers to market our products in all regions throughout the world. If your company is interested to market our products, we request you to provide the following informations

1) Background information consisting of, but not limited to the following:a. Years in business b. Number of offices and their locations c. Numer of employees d. Number of salespeople 2) Furnish list of all other companies and their respective product lines that you currently distribute, represent, or market and sell products. 3) Business Plan consisting of, but not limited to the following: a. Identify target markets b. Sales/marketing/technical expertise c. Potential market size d. Initial plan for marketing our products 4) Identify industries using our range of products. 5) Any other pertinent information about the target market or your company that will assist us in evaluating your potential as a dealer of Elmec Heaters and Controllers.

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3.2.3 Quality Policy Elmec Heaters and Controllers is committed to ensure customers satisfaction by meeting their specified requirements, so as to provide quality products and service at reasonable price and on time delivery ensuring the concept of continual improvement of quality management systems. The above policy is achieved by the following objectives Using state of the art technologies, upgraded from time to time. Using appropriate raw materials of specified quality. Adopting measure to improve skills and knowledge of personnel with effective participation of all employees. Periodical management reviews of quality management system to confirm its effectiveness, keeping in mind the concept of continual improvement.

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CHAPTER-4 ISO 9001:2008 IMPLEMENTATION

4.1 IMPLEMENTATION STEPS

Step 1 Understanding of ISO 9001:2008 Step 2 Quality Manual, Quality Policy and Procedures Step 3 Implementation, Training and Work Instructions

Step 1: Get an Understanding of ISO 9001:2008 ISO 9001:2008 is a world-wide accepted standard for quality management requirements. As such, ISO 9001:2008 focuses on a large variety of business activities not merely on quality testing! Implementing ISO 9001:2008 will affect virtually all business processes. Appoint the Management Representative First, appoint the ISO 9000 Management Representative. This is typically a quality manager or senior manager of your company; it needs to be somebody who has sufficient authority to change the way that the company works. This person is responsible for the ISO 9000 implementation.

18 Larger companies may appoint a Management Representative for each physical location or for each business unit; a corporate Management Representative would then coordinate among all local Management Representatives. Training Next, the Management Representative needs to get some training. Further, you should ensure that the company executives completely support the ISO 9000 effort. You may need to explain to them the advantages, requirements and costs. Also, studying a good ISO 9000 documentation is an excellent training tool. Step 2: Quality Manual, Quality Policy and Procedures Developing the various documents required by ISO 9001:2008 is for most companies the most difficult part of the ISO 9001:2008 implementation. The main reasons are that these documents have to meet the rather hard-to-understand requirements of the ISO 9001:2008 standard, and that writing these documents is at the beginning of the ISO 9001:2008 implementation thus presenting a big initial hurdle. Quality Manual The sample Quality Manual is given below, each attribute given here has to be described by the company, but it is not essential that it is same for every company. Some addition or deductions are very much possible in Quality Manual from the given table. 1. Scope 2. Normative References 3. Terms and Definitions 4. Quality Management System 4.1 4.2 5.1 5.2 General Requirements Documentation Requirements Management Commitment Customer Focus

5. Management Responsibility

19 5.3 5.4 5.5 5.6 6.1 6.2 6.3 6.4 7.1 7.2 7.3 7.4 7.5 7.6 8.1 8.2 8.3 8.4 8.5 Quality Policy Planning Responsibility, Authority and Communication Management Review Provision of Resources Human Resources Infrastructure Work Environment Planning of Product Realization Customer Related Processes Design and Development Purchasing Production and Service Provision Control of Monitoring and Measuring Equipment General Monitoring and Measurement Control of Non-conforming Product Analysis of Data Improvement

6. Resource Management

7. Product Realization

8. Measurement, Analysis & Improvement

20

1. SCOPE DESIGN ,MANUFACURE AND SUPPLY OF INDUSTRIAL HEATERS, THERMOCOUPLES AND CONTROL PANEL FOR INDUSTRIAL APPLICATIONS

1.2 Applications The purpose of this Quality manual is To define the Quality policy of ELMEC. To adequately describe the quality system adopted by ELMEC. To implement quality policy To implement quality system.

2. NORMATIVE REFERENCE ISO 9000 : 2005, Quality management systems - Fundamentals and vocabulary.

3. TERMS AND DEFINITIONS The term product also means service

4. QUALITY MANAGEMENT SYSTEM 41 General Requirements ELMEC has established, documented, implemented and maintains a quality management system. ELMEC is striving to improve the effectiveness of QMS in accordance with ISO 9000: 2008 standards. In order to ensure above objective, ELMEC has, a) b) Determined the processes needed for the quality management systems and their application throughout ELMEC Determined the sequence and interaction of these processes as depicted in

21 Macro process map and various processes described in process manual. c) d) e) f) g) Determined criteria and methods needed to ensure that both the operation and control of these processes are effective and on a continual basis Provide resources and information necessary to support the operation and monitor the effectiveness of these processes. Monitor, measure where applicable and analyze these processes. Implement actions necessary to achieve planned results and improvement of these processes. Manage various QMS processes in according with ISO 9001: 2008.

ELMEC s outsource activities are Consultancy service for Internal Audit and Calibration

22

MACRO PROCESS MAP OF ELMEC HEATERS AND CONTROLLERS This Macro Process Map shows an overview of interaction between the processes of QMS. Figure 3: Macro Process Map

CORE PROCESS

QMS Planning

Management Review

Measurement and Analysis

Quality Objectives

Feed back on Customer Satisfaction

SUPPORTING PROCESS

23 4.2 Documentation Requirements 4.2.1 General The QMS documentation established in ELMEC includes but not limited to the following 1. 2. Documented statements of Quality policy and objectives included in Quality manual and displayed within ELMEC Quality manual that includes Quality policy, organization structure, responsibilities, authorities and overview of requirements of ISO 9001: 2008 as applied in ELMEC 3. 4. Documented procedures and records required by ISO 9001: 2008 complied in process manual. Documents including records determined by ELMEC to be necessary to ensure effective planning, operation and control of processes. 4.2.2 1. 2. 3. Quality Manual ELMEC has established and maintains a Quality manual that includes The scope of QMS, including details of and justification for exclusion List of documented procedure established for QMS. A description of the interaction between various processes of the quality management system through a macro process map. 4.2.3 Control of Documents All levels of documents under the QMS shall be controlled to ensure satisfactory performance and operation. All level 4 documents generated during the course of the operation of the QMS shall be written legibly and shall be properly filed. All these files shall be numbered.

Issue and Approval The MR shall ensure that only approved documents are issued to the user as control Copies as per the Distribution List. This formal issue to the specified individuals or location shall be done to ensure availability of relevant documents at the

24 respective places of use. All issues shall be recorded in the document issue record and acknowledgement taken. The QMS manual shall be issued in full to all personnel listed in the distribution list, but ht procedures and instructions shall be issued, based on whether the particular procedures or instructions are applicable to the concerned personnels area of work. All approved formats shall be available for use but shall not be issued. The manual, procedures, work instructions, inspection instructions, maintenance instruction, calibration instructions, specifications and lists issued in separate files shall have Contents pages at the beginning, listing all the documents of the type available and shall also indicate which of documents have been issued to the control copy holder and hence available in the control copy file issued. Review, Update & Re approval The first three levels of documents shall bear signatures for Prepared by and Approved by on all control copies but in the fourth level documents, only master copies shall be signed for Prepared by and Approve by. After any updation, the documents shall once again be reviewed and reapproved by the same authority, which had reviewed and approved the earlier document. All four levels of QMS documents shall be reviewed and approved by MP at ELMEC. Changes and revision status identification Any person at ELMEC can initiate change in any level of document. By requesting the change, the change suggested its justification. This shall be forwarded to the MR through the concerned area head or process owner. The MR will discuss the change suggested and if found appropriate, shall modify the document incorporating the change. After this the changed document shall be reapproved by the same authority, which had reviewed and approved the earlier documents. The changes could be initiated based on difficulties encountered, possibility of better or improved practices, internal audits, external audits, etc.

25 Revision status Only those pages, which are amended or revised, shall be replaced and corresponding obsolete pages withdrawn. The nature of change shall be recorded in the amendment data record. The modified document shall be issued and recorded in the document issue record. After changes have been made, obsolete document and if the changes have been initiated by an observation / Non Conformance Report NCR then this also, shall be marked with a common number at the top right corner to inter-relate the documents.

Documents of external origin ELMEC ensures that documents of external origin determined to be necessary for the planning and operation of the Quality Management System are identified and their distribution controlled. The documents of external origin taken under control are entered in the list of external origin documents, which include National & International Standards, Customer Drawings and Operation & Maintenance Manuals of Equipment (retained for reference only). The national & international standards shall be verified for amendments or revision at-least once every year for ensuring availability of latest amendments and revisions.

Obsolete Whenever revised documents are formally issued to users, the corresponding obsolete documents shall be withdrawn and destroyed. The formal handling over of the current issue shall be recorded in the same format as for document issue. One copy of all withdrawn documents shall be retained for knowledge purpose. For this purpose the Master Copy of the documents that became obsolete shall be extracted from the master file and after striking off with pen across the master copy stamp, and stamping them Obsolete Copy, shall be shifted to the obsolete documents file. 4.2.4 Control of Records Records established to provide evidence of conformity to requirements and of the effective operation of the Quality Management systems are controlled. Records remain

26 legible, readily identifiable and retrievable. The procedure to define the controls needed for the identification, storage, protection, retrieval, retention and disposition of records are as follows: 1) Records at ELMEC shall be filled with the required data collected at the place of use. All data entered, shall be as generated and as observed to ensure it is factual. These records shall be maintained by the respective stage/location of use, stated in the master list of documents. 2) When bound registers are used and a register gets filled, it shall be stored in the records room and a fresh register taken. In case loose sheets are used, they shall be properly filed in the relevant file. 3) All records shall be countersigned by the personnel authorized to do so, in the relevant manual document / procedure / work instruction. Whenever data is entered into records the persons filling the data shall ensure that the entries are neat, legible and readable. In case corrections are to be made due to wrong entry, it is to be ensured that, it is unambiguous and does not lead to doubts or confusion. 4) The records generated during the course of implementation of QMS shall be referred in the relevant higher-level document. All such records / files shall be identified by a unique codification system as per Procedure for Control of Documents. 5) The records after filling in the data shall be indexed chronologically and stored in the form of files / registers. Whenever required the records shall be retrieved and made available. 6) At the end of every financial year, all latest running records shall be closed and fresh records started. All obsolete records shall be sequentially numbered and stored / retained in the records room. The master list of documents shall state the retention period of every record. On completion of the retention period, the particular record shall be destroyed. 7) The formats of all controlled records shall have their specimen-controlled copies available in master list as approved Level 4 documents.

27 5. MANAGEMENT RESPONSIBILITY 5.1 Management Commitment The top management of ELMEC is committed for development and implementation of QMS and continually improving the effectiveness of QMS. In order to demonstrate such commitment the top management of ELMEC, Communicated within ELMEC the importance of meeting customer as well as statutory and regulatory requirements as defined in macro process map. 5.2 Established, documented and communicated quality policy Ensured that quality objectives are established Conducts management review to ensure the continuing suitability, adequacy and effectiveness of QMS. Ensures availability of resources.

Customer Focus The top management of ELMEC has ensured that customer requirements

(customer needs and expectations stated, implied and obligatory) are determined as outlined in section 7.2.1 to 7.2.2 of this manual and ensures that these requirements are met with the aim of enhancing customer satisfaction as outlined in section 7.2.1 and 8.2.1. 5.3 Quality Policy

Top management of ELMEC ensured that the Quality policy a) b) c) d) is appropriate to the purpose of the organization, includes a commitment to comply with requirements and continually improve the effectiveness of the Quality Management System, provides a framework for establishing and reviewing Quality objectives Is reviewed for continuing suitability.

28

QUALITY POLICY

WE AT ELMEC ARE TOTALLY COMMITTED TO ENHANCE CUSTOMER THROUGH SATISFACTION CONTINUAL BY SUPPLYING IN QUALITY QUALITY PRODUCTS TO ITS CUSTOMERS AT TIMELY DELIVERY IMPROVEMENT MANAGEMENT SYSTEM.

5.4 5.4.1

Planning Quality Objectives The top management of ELMEC has ensured that quality objectives, including

those needed to meet requirements for product (See 7.1 a) are established at relevant functions and levels within the organization. The quality objectives are measurable and consistent with quality policy. The quality objectives, targets to be achieved are decided in management review and are formally communicated to various functions. The realization status is reviewed at management review by the top management. QUALITY OBJECTIVE

1. 2. 3. 4. 5. 6.

Increasing the numbers of customers every year by 10% Increasing turnover every year by 25% Conversion rate of Enquiries to conformed Order by 100% Starting our own Production Unit for special type M.I.Thermo couples by July2010. Starting a separate production unit for export orders by Aug2010. Starting a factory at Kenya, Srilanka by Nov2010.

29 5.4.2 QMS Planning The top management of ELMEC has ensured that planning of QMS is carried out in order to meet the requirements as outlined section 4.1. As well as quality objectives as above and ensures on a continual basis the integrity of QMS is maintained when changes to QMS are planned and implemented.

5.4.2 ORGANIZATION CHART

Managing Partner

Manager / MR

Marketing Executives

Production Supervisors

Store In charge

Quality Controller

Sales Engineer

Operators

Store keeper

Despatch Clerk

Welders

Turners

30 5.5 5.5.1 Responsibility, Authority and Communication Responsibility and Authority Top management of MR ensured that responsibilities and authorities are defined and communicated within the organization. 5.5.2 Management Representative Mr. S. SURESH BABU is the management representative, who is a member of the organizations management, whose responsibility and authority in addition to his regular responsibility & authority has been defined. The responsibility and authority of Management representative covers 1. 2. 3. 4. Ensuring that processes needed for the Quality Management System are established, implemented and maintained. Reporting to top management on the performance of the quality management system and any need for improvement in management review meeting and Ensuring the promotion of awareness of customer requirements throughout the organization. The responsibility of management representative includes liaison with external parties on matters relating to the quality management system. 5.5.3 Internal Communication Top management of ELMEC ensured that appropriate communication processes are established within the organization and that communication takes place regarding the effectiveness of the Quality Management System. The following internal communication media between its various levels and functions regarding the processes and the quality management system and their effectiveness. 1. 2. 3. 4. Notice board Meetings Management reviews phones

31 5.6 5.6.1 Management Review General Top management reviews the Organizations Quality Management System at every six months, to ensure the continuing suitability, adequacy and effectiveness. Management review of Quality management system is conducted to a formal agenda as defined in PM-01. MR chaired by MP and participated by HODs convenes this review. Records of management review are maintained and communicated by MR. This review includes assessing opportunities for improvement and the need for changes to the Quality Management System, including Quality Policy and Quality Objectives. The Management Review of the Quality System is done by the Management Review Committee. The composition of the Review committee is as follows: 1. 2. 3. 5.6.2 1. 2. 3. 4. 5. 6. 7. 5.6.3 Improvement of the effectiveness of QMS and its processes Improvement of products of as outlined in the scope of QMS related to customer requirements and Resource needs.

Review Input Results of audits Customer feedback summary Process performance analysis and product conformity, Status of corrective actions and preventive actions Review and follow up action from previous management review meeting. Changes that could affect the QMS Recommendations for improvement Review Output MP reviews points arising out of the agenda and gives instruction as necessary.

The management review at ELMEC considers the following information

Time bound action plans for improvement of effectiveness of quality management system and its processes are drawn at the review meeting. The output from management review includes decision and action related to

32 1. Improvement of the effectiveness of QMS and its processes 2. Improvement of products of ELMEC as outlined in the scope of QMS related to customer requirements and 3. Resource needs. After the Review Meeting, MR. follows and monitors the implementation of the corrective and preventive actions as per the decisions taken in the Review Meeting. 6 RESOURCE MANAGEMENT 6.1 Provision of Resource ELMEC determines and provides adequate resources on a continual basis for 1. 2. 3. Implementation and maintenance of Quality management system Continually improving the effectiveness of Quality management system Enhancing customer satisfaction by consistently meeting customer requirements.

6.2 Human Resources 6.2.1 General Personnel of ELMEC performing work affecting conformity to product requirements are competent on the basis of their appropriate education training, skill and experience. Conformity to product requirements can be affected directly or indirectly by personnel performing any task within the Quality Management System. 6.2.2 a) b) Competence, Training and Awareness ELMEC has determined necessary competency for personnel performing work affecting conformity to product requirement. Training department provides training (or) take other action on a continual basis to enhance the skill of staff of ELMEC. In addition to this ELMEC also provides required training to staff and workmen to achieve the necessary competence. c) MR evaluate the effectiveness of training and skill development activities

33 d) e) ELMEC ensures that all personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of Quality objectives. ELMEC maintains appropriate records of education, training, skill and experience. 6.3 Infrastructure The MP determines, provides and maintains on a continual basis the infrastructure needed to achieve conformity to product requirements. These infrastructures include building, workspace, computer hardware, software and communication equipment, information access, Internet access, process equipments, supporting products and other capital resources and associated utilities. 6.4 Work Environment The MP determines and manages the work environment in office and shop floor that are essential to achieve conformity to product requirement. Good housekeeping practices are followed throughout the organization.

7. PRODUCT AND SERVICE REALIZATION 7.1 Planning of Product and Service Realization The ELMEC plans and develops the processes needed for product realization, which describes the sequence of processes and sub-processes required to achieve product requirements. ELMEC ensures that these planning are consistent with the requirement of other processes of QMS. The manager considers the following aspects while taking part in planning the processes for realization of product, a) Quality objectives and requirements of product.& service b) The need to establish processes and documents and to provide resources specific to the product &service c) Required verification, validation, monitoring, measurement, inspection and test activities specific to the product and the criteria for product & service acceptance.

34 d) Records needed to provide evidence that the realization processes and resulting product meet requirements. The output of this planning is in a form suitable for the organizations method of operation. 7.2 Customer-Related Processes 7.2.1 Determination of Requirements Related to Product and Service The ELMEC determines the following a) Requirements specified by the customer including the requirements for delivery and post delivery activities; b) Requirements not specified by the customer but necessary for specified intended use, where known. c) Statutory and regulatory requirements applicable to the products, and d) Any additional requirements considered necessary by the organization. 7.2.2 Review of Requirements Related to Product and Service ELMEC has established documented procedures for reviewing the product requirements. ELMEC reviews the requirements related to the product. This reviews are conducted prior to the Organizations commitment to supply a product the customer. ELMEC ensures that: 1. Product / service requirements are defined; 2. Where the customer provides no documented statement of requirement, the customer requirements are confirmed before acceptance. 3. order requirements differing from those previously expressed are resolved 4. The organization has the ability to meet defined requirements. 5. The results of the review and subsequent follow-up actions are recorded. 6. Where product/service requirements are changed, the organization shall ensure that relevant documentation is amended. 7. The relevant personnel are made aware of the changed requirements.

35 7.2.3 Customer Communication ELMEC has determined and implemented effective arrangements for communication of information related to products to its customers. These include the information related to product information, enquires, contracts or order handling including amendments. ELMEC has established procedures (PM -06) for obtaining, analyzing customer feedback, including customer complaints. 7.3 Design and Development ELMEC has no design and development activities Hence design and development is not applicable.. 7.4 Purchasing A) Purchasing Control ELMEC controls its purchasing process to ensure purchased products items conform to requirements. B) Evaluation of Vendors Vendors are evaluated on the basis of their ability to meet customer requirements. Documented procedures include criteria for inclusion and deletion. Continued vendor performance is monitored periodically and feedback given to vendors as per the documented procedures. The extent of control is exercised on vendor is dependent upon the type and other factors documented in procedures. Directory of approved vendors is prepared based on rationalization of existing vendor base and in conformance with laid down procedures. 7.4.2 Purchasing Information Purchasing documents contain information describing the items to be purchased, including where appropriate:

36 a) Requirements for approval or qualification of b) Product Procedures Processes

Quality management system requirements.

All purchase documents are reviewed and approved by authorized persons before forwarding them to vendor in accordance with criteria specified in documented procedures. 7.4.1 Procedure for Purchase 7.4.1.1 Vendor and Subcontractor Selection, Approval and Assessment. The vendors / sub-contractors who are regularly supplying materials / products to ELMEC for the past several years were automatically taken into approved vendors / subcontractors list without a review. The Vendors. Who have been certified for ISO 9001, and Government undertakings are automatically included. The list of approved vendors and sub-contractors are available with MR for development of new vendor and subcontractors the following procedure is adopted. 7.4.1.2 New Vendor MR locates new vendors. MR collects all the required information and data about the sub-contractor in vendor technical evaluation form. MR deputes a representative to visit the new vendor, if he prefers for further investigation. Based on investigation MR recommends the vendor. 7.4.2.3 VENDOR RATING / ASSESSMENT Vendors are classified and rated as shown below: RATING CODE A B C D RATING % 91-100% 81-90% 71-80% 61-70% Excellent Very Good Good Satisfactory

37 E Below 60% Poor

Percentage rating is done once in six months by purchase department. Both Quality and delivery aspects are taken into consideration for computing the rating percentages. The weight age for Quality is 85% and delivery is 15%. ELMEC updates the vendor list as follows: Acceptance rate >60% >50% but <60% To be retained. To be retained but advised better perform and increase the rate of acceptance to more than 60% in future supplies. <50% 7.4.2.4 Review of Approval a) The vendors / sub-contractors performance reports are prepared once in six months by all departments separately. b) Any vendor or sub-contractor whose three consecutive supplies have been rejected, MR will send a report to vendor / sub-contractor for corrective action. c) In the absence of satisfactory evidence of quality improvement by the vendor / sub-contractor, the MR will remove vendor / subcontractor from the approved list. 7.4.2.6 Purchase from Vendors not Appearing in the List of Approved Vendors a) MR can make purchase to meet low volume, urgent requirements as well as specified customer preference. This purchase will be subject to 100% inspection at the receipt state. b) MR can continue to procure from the same temporary approved vendors / subcontractors after first lot approval, till the final approval is done. Deleted from the list.

38 7.4.2.7 Release of Purchase Order a) MR ensures that the purchase orders are prepared with necessary specification by the store keeper. b) MR operates through rate contracts for some selected vendor items, which are regularly required and used. c) The purchase order contains the following informations, where applicable. 1. 2. 3. 4. The details of the product to be purchased. Requirement for approval of product, procedures, processes and equipment. Quality management system requirements. Inspection arrangements and method of product release if ELMEC/ The purchase orders are verified for the information, before sending to the supplier. a) b) MR follows up orders placed. In case, if there is a variation in quantity, value from the original purchase order an amendment letter shall be issued by MR to the Vendor. c) The customer or their authorised Inspection Agency will be permitted to verify at source or upon receipt that the purchased products conforms to specified requirement. ELMEC will also permit the customer or their authorised inspection agency to verify the purchased product at sub-contractors premises for conformance.

7.4.3 Verification of Purchased Items Verification requirements/ arrangements of purchased items by ELMEC (or) by customers are specified in PO documents. Where client intends to perform verification at suppliers premises, ELMEC states the requirements in the No-7.7 of this manual. PO documents. Various documented procedures that are supporting above described system are referred in clause

39 7.5 Product Realization 7.5.1 Operations Control ELMEC plans and carries out production and product provision under controlled conditions. Controlled conditions includes, as applicable, a) b) c) d) e) f) The availability of information that describes the characteristics of the product, The availability of work instructions, as necessary, The use of suitable equipment,. The availability and use of monitoring and measuring equipment, Implementation of monitoring and measurement, and. The implementation of product release, delivery and post-delivery activities. 7.5.2 Validation of Process for Product/ Service Provision ELMEC has special process ( WELDING) activities. applicable. At ELMEC , any of the processes of and service where the resulting output cannot be verified by subsequent monitoring of measurement and, as a consequence, deficiencies become apparent only after the Service is in use or the service has been delivered, are validated. MANAGER has decided that all such processes shall be designated Special Processes Validation demonstrates the ability of these processes to achieve planned results. ELMEC established arrangements for these processes including, as applicable, a) defined criteria for review and approval of the processes, b) approval of equipment and qualification of personnel, c) use of specific methods and procedures, d) requirements for records and revalidation. Hence 7.5.2 is

40 7.5.3 Identification & Traceability Where appropriate, ELMEC identifies the product by suitable means throughout product realization. ELMEC identifies the product status with respect to monitoring and measurement requirements throughout product realization. Where traceability is a requirement, ELMEC control the unique identification of the product and maintain records. 7.5.4 Customer Property ELMEC exercise care with customer properties ( Spec and Drawings), while it is under the organizations control or being used by the company. ELMEC identifies, verifies, protects and safeguards customer property provided for use or incorporation into the product. If any customer property is lost, damaged or otherwise found to be unsuitable for use, ELMEC reports this to the customer and maintain ( master list of Drawings) records. 7.5.5 Preservation of Product ELMEC preserves the product during internal processing and delivery to the intended destination in order to maintain conformity to requirements. As applicable, preservation includes identification, handling, packaging, storage and protection. Preservation applies to the constituent parts of a product. 7.6 Control of Monitoring and Measurement Equipments ELMEC determines the monitoring and measurement to be undertaken and the monitoring and measuring equipment needed to provide evidence of conformity to product to determined requirement. ELMEC established processes to ensure that monitoring and measurement can be carried out and are carried out in a manner that is consistent with the monitoring and measuring requirements. Where necessary to ensure valid results, measuring equipment,

41 In addition, ELMEC assesses and records the validity of the previous measuring results when the equipment is found not to conform to requirements. The organization takes appropriate action on the equipment and any product affected. Records of the results of calibration and verification are maintained. When used in the monitoring and measurement of specified requirement, the ability of computer software to satisfy the intended application is confirmed. This is undertaken prior to initial use and reconfirmed as necessary.

8 MEASUREMENT ANALYSIS AND IMPROVEMENT 8.1 General ELMEC has established and maintained documented procedures to plan and implement the measurement, analysis and improvement processes within the QMS as per the requirements of the standard to ensure that the product meets the specified requirements. This process of planning and implementation is carried out on a regular basis to ensure the following: a. Conformity to product requirements Incoming Product The procedure for inspection and testing of the incoming product (receiving inspection), details the methodology and sampling to be carried out on the incoming products and the extent of control to be exercised, which depends on the control exercised at the suppliers end. At ELMEC no product is released for use unless, receivinginspection has been done. Hence, no system of positive recall exists. However, the procedure clearly mentions that in the event of such situations arising in future positive recall shall essentially be practiced. In-Process Product The procedure for inspection and testing of in process product at , gives in detail the inspection and testing to be conducted at the relevant stages of inspection, as per the control plan. In-process products are released to the next stage only after necessary inspection and tests are completed, and hence no system for positive recall exists.

42 Finished Product The procedure for inspection and testing of the finished product, at ELMEC ensures that all tests as per the quality plan are completed and evidenced accordingly in the inspection and test records. No product is dispatched until all inspection and test activities are completed and the related data and documentation are available and authorized. b. To ensure conformity of the QMS ELMEC plans and implements procedures, to ensure conformity of QMS to stated requirements, in line with its quality policy and quality objectives. c. Continual Improvement of the effectiveness QMS The plan and procedures implemented at ELMEC facilitate continual improvement of the effectiveness of the QMS, to ensure dynamism and achievement of the quality objectives, which require not only to improve in steps but also to upgrade the quality objectives themselves. This planning and implementation shall include methods for measuring, analyzing and improving the products, processes and system for which ELMEC has identified the use of appropriated statistical techniques. The procedure for statistical techniques, which is applied to as many areas of work as possible, specifies the extent of their use. 8.2 Measurements and Monitoring

8.2.1 Customer Satisfaction As one of the measurements of the performance of the QMS, ELMEC monitors information relating to customer perception as to whether ELMEC has met customer requirements. MR initiates the process of obtaining customer feedback by sending a questionnaire every six months. MR shall collect, analyze and summarize the feedback and submit to management review. The overall customer satisfaction index is calculated by giving a score of 5 for A; 4 for B; 3 for C; 2 for D and 1 for E. The average marks scored are calculated. The issue arising out of the customer feed back and actions proposed / taken are reviewed periodically in management reviews.

43

Customer Complaints a) b) c) d) e) All Customer complaints received by the MP are initially recorded in the Customer Compliant Register. MP completely examines the complaint MP where required consults all staff and suggests corrective action required to be taken immediately. The necessary corrective actions are carried out. On receipt of the satisfactory confirmation from the customer, the complaint is closed. In case, the customer has not confirmed that the complaint has been attended satisfactorily, the complaint will be closed after one month from the date of complaint. Also preventive action plan will be taken to avoid the recurrence of the compliant in the management review meeting. 8.2.2 Internal Audit ELMEC conduct internal audits at planned intervals to determine whether the QMS, a) Conforms to the planned arrangement, to the requirements of this International Standard and to the QMS requirements established by ELMEC and b) is effectively implemented and maintained. An audit program is planned, taking into consideration the status and importance of the processes and areas to be audited, as well as the results of previous audits. The audit criteria, scope, frequency and methods are defined. The selection of auditors and conduct of audits are ensured objectively and impartiality of the audit process. Auditors shall not audit their own work. Records of the audits and their results are maintained by MR. The management responsible for the area being audited ensure that any necessary corrections and corrective actions are taken without undue delay to eliminate detected non-conformities and their causes. Follow up activities include the verification of the actions taken and the reporting of verification results.

44 a) All the departments covered by the quality system are audited once in three months as per the internal quality audit plan prepared by MR. b) Detailed schedule for internal quality audit is released about one week in advance by MR to the respective departments. c) It is ensured that the internal quality auditor is not responsible or has any direct control on the department under audit. d) The scope of the audit is defined clearly on the schedule prepared by MR. e) A reference number is provided to each NCR. The numbering system is indicated as (WTC) IQA NO/YEAR/ SL No. f) Internal audit, previous audit report, Quality policy, quality manual, process manual, ISO 9001:2000 standard and work instruction forms the basis of audits. Execution of Audit a) Evidence is collected through interviews, examination of documents, records, observation of activities and conditions in the audit area by the internal quality auditors. b) c) Clues of non-conformities are noted by the internal auditors even if they are not covered by the check list. Audit observations are documented in the form of NCR and consolidated in the internal quality audit report. d) Exact date and scope of audit will be informed to auditee. Audit Reports a) Signature of the auditee is obtained in the audit report and the NCR. b) Corrective actions against nonconformance are recommended and discussed with the auditee and the corrective action agreed by the auditee with the target date for implementation of corrective action is recorded in the NCR. c) The original NCR is handed over to MR for further action. Follow Up a) The auditee department implements corrective action as agreed and recorded in NCR and the status is informed to MR and auditors.

45 b) Implementation of corrective action is followed up and verified by the auditors. After checking the evidence of corrective action taken, NCR is closed by MR with the remarks Corrective action found to be satisfactory. c) Based on the analysis of audit, the status and importance of activities, the future audits are rescheduled by MR. d) The decisions and supports where MR will provide necessary for effective implementation. 8.2.3 Monitoring & Measurement of Processes ELMEC applies methods for Monitoring and Management of QMS processes. Being a proactive product provider, ELMEC has established parameters for monitoring various product processes. These are identified and included as an integral part of documented procedures. When determining suitable methods, ELMEC consider the type and extent of monitoring or measurement appropriate to each of its processes in relation to their impact on the conformity to product requirements and on the effectiveness of the Quality management System. 8.2.4 Monitoring & Measurement of Product ELMEC monitor and measure the characteristics of the product to verify that product requirements have been met. This is carried out at appropriate stages of the product realization process in accordance with the planned arrangements. Evidence of conformity with the acceptance criteria is maintained. Records indicate the person(s) authorizing release of product for delivery to the customer. The release of product and delivery of product to the customer do not proceed until the planned arrangements have been satisfactorily completed, unless otherwise approved by relevant authority and, where applicable, by the customer. 8.3 Control of Non-Conforming Product ELMEC ensure that product which does not conform to product requirements is identified and controlled to prevent its unintended use or delivery. Where applicable, ELMEC deal with non-conforming product by one or more of the following ways: a) by taking action to eliminate the detected on conformity:

46 b) c) d) by authorizing its use, release or acceptance under concession by a relevant authority and, where applicable, by the customer; by taking action to preclude its original intended use or application; by taking action appropriate to the effects, or potential effects, of the nonconformity when nonconforming product is detected after delivery or use has started. When nonconforming product is corrected it is subject to re verification to demonstrate conformity to the requirements. Records of the nature of nonconformities and any subsequent actions taken, including concession obtained is maintained. Incoming Products All incoming products found non-conforming shall be identified, rejected and returned to the supplier except for those items which when found non-conforming can be downgraded and used for alternative applications, where the downgraded material is acceptable. The decision to degrade and accept for alternative use shall be the authority of the Work Manager. In-process Products The various possible in-process non-conformities in the product, at different stages of production shall be provided in the form of a list within the respective inspection instructions. Non-conformity whenever identified shall be marked on the non-conforming product as per instructions for test status marking and the NCP shifted to the area designated for such NCP. All rework able NCP shall be reworked as per the instructions for rework. Finished Products: In case of non-conformity observed in finished products in relation to the specified standards, appropriate action to review shall be taken by the Works Manager to rework / reject. All NCs in the product detected and reported after delivery has been affected or if its use has commenced shall be treated as complaints and dealt with as per the procedure for handling complaints.

47 In case of non-conformities identified other than the possible NCs listed in the various inspection instructions provided, the Head Q.C. along with the Head of the relevant section shall review the non-conformity and take a decision. All non-conforming products that can neither be reworked nor downgraded and used for alternative use shall be disposed off as per the instructions for disposal of NCR. All non-conformities shall be reported as feedback for corrective and preventive actions, if the percentage of non-conforming product increases beyond the limits specified in the table of acceptable limits of NCR. Such NCs shall be taken up for discussion during the management review meetings. For materials that undergo rework and re inspection, the same record as for the original inspection shall be used to record their inspection status. 8.4 Analysis of Data ELMEC determine, collect and analyzes appropriate data to demonstrate the suitability and effectiveness of the Quality Management System and to evaluate where continual improvement of the effectiveness of the Quality Management System can be made. This includes data generated as a result of monitoring and measurement and from other relevant sources. The analysis of data provides information relating to a. Customer satisfaction. b. Conformity to product requirement. c. characteristics and trends of product and process including opportunities for preventive action, and d. Suppliers. 8.5 8.5.1 Improvements Continual Improvement ELMEC strives to continually improve the effectiveness of QMS as driven by the key commitments made in quality policy, Quality objectives and its deployment throughout ELMEC In addition results (Internal as well as external audit results) analysis

48 of data, corrective and preventive actions and management review, which are integral elements of QMS of ELMEC as depicted in Macro Process Map Figure of 4.1 8.5.2 Corrective Action ELMEC has established, implemented and maintained documented procedures to affect corrective actions. The purpose of this procedure is to ensure the following: 1 2 3 a) Dynamism in the QMS with continual improvement Elimination of the root causes of non-conformities Prevention of the recurrence of problems

In case of non-conformities in the testing and process observed at any specific stage, undergo complete investigation. The investigation of the cause of nonconformity is carried out by statistical techniques such as cause and effect analysis, pareto analysis, why-why analysis etc.

b)

Application of control to ensure that corrective actions are taken and that they are effective. A detailed action plan is prepared with target date and responsibility to ensure that non-conformities do not recur.

c) d) e)

Corrective Action are taken and recorded. In case of non-conformities observed in the system by Internal Auditors during the Internal Quality Audit, they are recorded in NCR. The NCR raised by the auditor contains details of observations recorded and also corrective actions agreed by the auditee for implementation along with the target date of implementation of corrective action.

f)

The respective department implements the necessary corrective action as suggested in the NCR within the due date and offer to the auditors for verification of implementation corrective action.

g) The auditor verifies the implementation of corrective action and if it is found satisfactory, recommends the NCR for closure, to the MR. h) The MR closes the NCR after verifying the effective implementation of corrective action. i) meetings. The Corrective actions taken are reviewed in management review

49

8.5.3

Preventive Action The procedure for preventive action at ELMEC the methodology of determining

and using appropriate sources of information to eliminate potential non-conformities. The procedure helps in the following ways: a. Determining the non-conformities and their probable root causes b. Evaluating the need for actions to prevent occurrence of non-conformities c. Determining and initiating actions needed d. Recording results of actions taken e. Reviewing the effectiveness of the preventive action taken The procedure us as follows: a) For foreseeing and eliminating potential causes of non-conformity, following sources of information are analyzed during management review meeting. 1. 2. 3. b) Non conformance report IQA Customer feedback analysis Register of customer complaint

The non-conformities so identified are taken for in-depth study in consultation with concerned department heads using statistical techniques such as cause and effect analysis, pareto analysis, why-why analysis etc.,

c) Preventive action is proposed for implementation with target date and Responsibility. d) The preventive actions proposed are implemented and MR reifies the action upon implementation. e) MR monitors implementation progress of corrective and preventive actions f) The preventive actions taken are recorded. g) The effectiveness of the implementation of preventive actions taken are reviewed in the management reviews. STEP 3: IMPLEMENTATION, TRAINING AND WORK INSTRUCTIONS Now its time to implement your ISO 9001 system. During this phase you introduce the new requirements of your Quality Manual, you train employees, and you get preventive

50 them to adjust their way of working to any new requirements. This step will be much easier if you did a good job in step 1. One Step at a Time Take one step at a time in your implementation process. You may want to start with the section on Document Control. Explain the requirements in a meeting or memo, or have the appropriate department managers explain to their staff. Training and Work Instructions go Hand in Hand As you implement ISO 9001:2008, virtually all employees have to change to some extent the way they work. At the same time, ISO 9001:2008 calls for standardization and for work instructions. Our Quality Manuals point out where work instructions are required. We recommend that you assign the writing of work instructions to those who actually do the work. Instruct them to write up the best way of doing the work. If your Quality Manual calls for a change in their work, introduce those new requirements and make the employees incorporate them into their work instructions. Review the work instructions to make sure that they meet the requirements of your Quality Manual. 4.2 AUDITING Whilst the common aim of all audits is to establish that an organizations documented policies, procedures. When implemented are fit for their purpose and satisfy the needs of those, who require them, the actual type of audit depend on whether it is a first party audit, second party audit, third party audit. 1. First Party Audit Audits of an organization, or parts of an organization, by personnel employed by that organization. These audits are usually referred to as Internal Audits where members of a business look inwards at their own processes. This is the least effective form of auditing, as generally the auditors will find it difficult to criticize their own work.

51 2. Second Party Audit Audits carried out by customers upon their suppliers and are completed by an organization independent of the organization being audited. These audits are usually referred to as External Audits or Vendor Audits. 3. Third Party Audits Audits carried out by personnel that are employees of neither the customer nor the supplier. They are usually employees of certification bodies or registrars such as BSI, TUV and Yardley, etc. These are also External Audits and are sometimes referred to as Certification Audits, Compliance Audits or Quality System Assessments. Auditee and its Responsibility Auditee is an individual unit or an organization or department that needs to be audited for certification. The responsibilities of auditee are Inform the employees about the objectives and scope of audit. Appoint responsible members of staff to meet with members of the audit team Provide all resources needed for the audit team in order to ensure an effective and efficient audit process. Provide access to the facilities and evidential material as requested by the auditors. Co-operate with the auditors to permit the audit objectives to be achieved. Determine and initiate corrective actions based on the audit report.

Auditor and his Responsibility Auditor is an individual outside of the organization that objectively assesses the effectiveness of the organization's quality system. The responsibility of auditor is Comply with applicable audit requirements. Communicate and clarify audit requirements. Plan the audit and carry out assigned responsibilities effectively and efficiently. Document the observations. Report the audit results. Verify the effectiveness of corrective actions taken as a result of the audit.

52 Retain and safeguard documents pertaining to the audit. The Auditor In most cases the ISO 9000 Management Representative is also responsible for internal audits. In this case, the Management Representative audits the entire company except his/her own work, and another employee audits the work of the Management Representative. Our ISO 9000 Forms Collection contains an invaluable Audit Checklist. Larger companies often appoint and train several internal auditors. This is an excellent opportunity for cross-training and for staff of different departments to learn what other departments are doing. 4.3 INTERNAL AUDITING Internal audits are performed by somebody within your company (or by a subcontractor). The job of the auditor is to verify that your company meets the requirements of ISO 9001:2008 as they are described in your customized ISO 9000 Implementation Manual or ISO 9000 Streamlining Manual. The Purpose of an Internal Audit The purpose of internal audit is to 1. Identify potential danger spots. 2. Eliminate wastage. 3. Provide a comparison between what a QMS or quality plan stipulates should be done and is actually being done. 4. Identify non-compliance with previously issued instructions. 5. Identify deficiencies within the QMS. 6. Recommend any corrective actions that can be achieved to improve the system.

STEPS IN INTERNAL AUDITING

53 Step 1: Audit Execution An initial meeting between the auditor(s), auditee(s), and the Quality Manager is held during which 1. A brief summary of the methods and procedures that will be used to conduct the code is given. 2. The method of comparison between auditor(s) and auditee(s) is agreed and 3. The audit programme is confirmed. In accordance with ISO 9001:2008 all organizations are required to have a documented procedure for conducting internal quality audits. Normally this procedure will distinguish between two kinds of internal audits namely Standards Audit and Procedures Audit. Using the standards audit the auditor will begin collecting evidence of compliance by interviewing auditee personnel, reading documents, reviewing manuals, checking records, examining data, observing activities and studying working conditions. On the basis of evidence collected, the auditor will record his observation as Yes means that this activity is in compliance No means that this activity is not in compliance Step 2: Summarize Audit Results Auditors will then meet to discuss all of their observations with the Quality Manager. A closing meeting of auditor(s), auditee(s) and Quality Manger is held during which 1. Audit observations will be clarified. 2. The critical significance of observations will be presented. 3. Conclusions drawn about compliance will be presented. 4. System effectiveness in achieving the quality objectives will be presented. 5. Corrective actions will be agreed. 6. The date for completion of the audit report will be agreed.

Step 3: Prepare Audit Report

54 The lead auditor now needs to prepare an audit report using an Audit Report form. The report must be signed by all members of the audit team, plus the Quality Manager and copies sent to auditee(s) and company management as required.The audit report will list all non-conformities discovered, observations made and discuss any conclusions drawn and also the recommendations that should be implemented in order to correct or prevent non-conformities occurring and to make improvements. Step 4: Corrective Action After the closing meeting, the lead auditor will prepare a Corrective Action Request for each agreed corrective action. The corrective action request should always state who is responsible for carrying out the corrective action and the timescale for its completion. 4.4 EXTERNAL AUDITING Now its time to select the registrar! There are many companies offering certification services. Before certification, the external auditing is done by third party auditors. Provides an assessment of the accuracy and reliability of a companys financial statements. The external auditor is an individual outside of the organization that objectively assesses the effectiveness of the organization's quality system. STEPS IN EXTERNAL AUDITING Step1: Preparation and Facilities Part of the initial contract between a supplier and a purchaser will stipulate that the supplier provides access, accommodation and facilities to the purchasers inspectors. These facilities will depend upon the level of surveillance, but could require the supplier to provide 1. Suitable office and administrative facilities. 2. Adequate work space for product verification. 3. Access to those areas where work is in work progress or to those which affect the work. 4. Help in documenting, inspecting and releasing products and services.

55 5. The use of inspection and test devices and availability of personnel to operate them are necessary. Step2: Assemble evaluation team The evaluation of team will normally consist of a Lead Auditor assisted by two or more inspectors from the purchasers organization. These inspectors must be thoroughly skilled in the requirements of quality assurance and are normally drawn from the purchasers own quality control section. Step3: Pre-evaluation meeting Before the evaluation team meets the suppliers premises, they must be first given the chance to 1. Meet the suppliers staff to discuss the procedures being used. 2. Identify the areas that will be tested. 3. Decide which representative(s) of the suppliers organization will be required to accompany the evaluation team during their inspection. 4. Agree dates and outline timetables, etc. Step4: Study of the Quality Manual Prior to commencing an evaluation, the Lead Auditor must be give a copy of the suppliers Quality Manual which he will scrutinize not only for its accuracy and clarity but also for its position compared to national and international standard and to see that it conforms to the relevant sections of ISO 9001:2008. Step 5: Audit Execution Having completed the pre-evaluation, the evaluation team will now go to the suppliers premises to fully scrutinize every aspect of the suppliers QMS. If the supplier is a manufacturer, then the evaluation team will pay particular attention to the suppliers design office, purchasing department, storekeeping, manufacturing, assembly and test facilities to see that the work carried out complies with the procedures and promises made in their Quality Manual.

56 Preparation for the on-site audit activities The three main actions that must be complete prior to actually starting the audit are 1. To thoroughly plan and agree all on-site audit activities. 2. To allocate audit team work assignments. 3. To prepare work documents like audit report forms. On-site audit activities There are six separate activities to an on-site audit 1. The opening meeting 2. Collecting and verifying information. 3. Identifying audit findings. 4. Communication during the audit. 5. Preparation for closing meeting. 6. The closing meeting. According to the focus of an ISO 9001:2008 audit, the emphasis will be very much on walking the walk to see if the stated objectives have been achieved. Did the system improve? Is the organizations stated policy being achieved? In particular, auditors will now have to ensure that exclusions are identified during the initial audit stage and that justification of any exclusion is appropriate. Step6: Prepare and Present Report The lead auditor now needs to prepare an audit report using an Audit Report Form. The report must be signed by all members of the audit team, plus the Quality Manager, and copies sent to auditee(s) and company management as required. At the end of this evaluation, a meeting will be arranged between the evaluation team and the organizations management to discuss their findings and to be sure that there are any other misunderstandings, etc. The eventual evaluation report will then be formally present at a meeting with the management and the result of this meeting could be one of the following

57 1. Acceptable System Control- This means that the evaluation has shown that the supplier has a satisfactory QMS, there are no deficiencies and the supplier has been able to give an assurance of quality. 2.Weak System Control- This covers the situation where the evaluation team find several significant weakness in the suppliers system. 3.Unacceptable System Control- This is when the evaluation team find that the number of deficiencies or the lack of quality discipline at the suppliers premises mean that the supplier will have to make radical changes to improve their overall QMS. Step8: Record Proceedings Have been inspected, it is important that the records of this inspection are safely filed away in case they may be required to reinforce some point at a later time. Reaping the Marketing Benefits Once you successfully passed the certification audit, you should leverage your certification in marketing. You may want to prepare a press release, send notification cards to your customers, print your certification mark on business cards and letterhead, add the certification to your advertisement, display a banner outside your office building and last but not least, recognize your employees for the hard work they put into this effort. Our Important Startup Documents (which come with the ISO 9000 Starter Package and the Complete ISO 9000 Package) include valuable ISO 9000 Marketing Tips.

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CHAPTER 5 RESEARCH METHODOLOGY

Research is a logical and systematic gathering and analysis of information, pertaining an issue or problem for the purpose of arriving at a certain conclusion.

5.1 RESEARCH DESIGN

The research design is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The operational design method is followed in which the procedures specified in the sampling, statistical and observational design are carried out.

5.2 DATA COLLECTION METHOD

The data is collected by two methods namely primary method and secondary method. Information is obtained through survey. Survey is systematic gathering of data from respondents through questionnaire. In this research data is collected by personal interview and through mail. Primary Data The data is collected through distribution of questionnaires and knowing the response from the customers. Secondary Data The data is collected from companys website, records, literature work, books and magazines.

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5.3 TOOLS USED

The data collected were tabulated in the frequency table. The data was then analyzed and chi square test and descriptive statistics is implemented. Development of the questionnaire The questionnaire is mainly designed to identify the satisfaction level of the customers and it consists of two parts, the first part is concentrated on the external customers and second part for the internal customers. The 5 point likert scale and open ended questions are included in the questionnaire.

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CHAPTER 6 DATA ANALYSIS AND INTERPRETATION

One of the very important areas of any project work is the analysis and

interpretation. They form the base for the whole study for formulating the problem and hypothesis that help in giving suitable suggestions and conclusion. Analysis involve estimating the values of unknown parameters of the population and the testing of hypothesis for drawing inferences. Interpretation refers to the task of drawing inferences from the collected facts from an analytical study. Analysis and interpretation becomes integral in any study as the usefulness and utility of the research findings lie in them. This chapter analyses and interprets the collected data using percentage analysis .

6.1 PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio in making comparison between two or more data and to describe relationships. Percentage can be used to compare the relative terms, the distribution of two or more series of data. Percentage = No. of respondents Total respondents 100

The questionnaire is prepared and distributed to the customers and based on the responses made by the customers the table is drawn showing the number of responses made by the customers and the bar graph is shown to represent the responses for each question.

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Table 6.1.1 The response for ISO 9001:2008 implementation ISO Implementation Yes 56 No 24

Chart 6.1.1 The response For ISO 9001:2008 Implementation

Interpretation The responses indicate that majority of the members need to implement ISO in Elmec company. By implementing ISO all the drawbacks are tracked and the standard process are implemented.

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Table 6.1.2 Is Quality policy implemented in Elmec company Yes Quality policy & 19 Objectives No 24 Dont Know 7

Chart 6.1.2 Is Quality policy implemented in Elmec company

Interpretation The table shows that the majority of the response says that the quality policy and procedures are not implemented in the company. This shows that no proper awareness about quality policy and quality objectives are not there in the company.

63 Table 6.1.3 The response for ISO 9001:2008 implementation to meet customers demand ISO to meet customers No. of Respondents demand Strongly Disagree Disagree Neutral Agree Strongly Agree Total 10 13 10 25 22 80 Chart 6.1.3 The response for ISO 9001:2008 implementation to meet customers demand Percentage (%) 12.5% 16.25% 12.5% 31.25% 27.5% 100%

Interpretation The table shows that the majority of the respondents agree that ISO 9001:2008 needs to be implemented in the company. There is 31.25% agreement regarding implementation and 16.25% for disagreement in implementation.

Internal Customers Table 6.1.4

64 The respondents sufficiency rating regarding the resources Resource Sufficiency More insufficient Insufficient Neutra l Sufficient More sufficient No. of Respondents 10 11 04 12 13 Percentage (%) 20% 22% 8% 24% 26%

Chart 6.1.4 The respondents sufficiency rating regarding the resources

Interpretation The table and chart shows that the majority of the respondents rate that the resources are available during work time. The percentage for strongly satisfied is 26% and the least is 20%.

Table 6.1.5 The respondents regarding the management committee involvement in meeting, planning and customer focus

65 Management Committee Very Rarely Rarely Neutral Often More Often No. Of Respondents 10 8 5 15 12 Chart 6.1.5 The respondents regarding the management committee involvement in meeting, planning and customer focus Percentage (%) 20% 16% 10% 30% 24%

Interpretation The table and chart shows that there is positive result regarding the top management committment before the implementation itself.There is totally 54% regarding the positive side and 36% of respondents giving the negative suggestion regarding top management commitment.

Table 6.1.6 The respondents opinion regarding the training provided to the employees regarding policy, procedures and work instructions. Training to employees Yes No. Of Respondents 20 Percentage (%) 40%

66 No Sometimes 25 5 Chart 6.1.6 The respondents opinion regarding the training provided to the employees regarding policy, procedures and work instructions. 50% 10%

Interpretation This shows that the training is not provided to the employees often. This shows a negative result of 50& and positive result of 40%.So proper training needs to be given to the employees regarding the employee awareness.

Table 6.1.7 The respondents opinion regarding the job provided to them matches with their skill set Right Job Yes No No. Of Respondents 19 31 Percentage(%) 38% 62%

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Chart 6.1.7 The respondents opinion regarding the job provided to them matches with their skill set

Interpretation The table and the chart shows that 62% of the emplyees that is the internal customers are not satisfied with the job they do and that doesnt match with their requirements.

Table 6.1.8 The respondents satisfaction towards the reward and recognition provided in Elmec company Reward & Recognition Stronly Disagree Disagree Neutral No. Of Respondents 10 15 5 Percentage (%) 20% 30% 10%

68 Agree Strongly Agree 10 10 20% 20%

Chart 6.1.8 The respondents satisfaction towards the reward and recognition provided in Elmec company

Interpretation The chart and table shows that the reward and recognition are not provided to the employees on regular basis and 30% of internal customers are not satisfied with the reward and recognition provided.

Table 6.1.9 Satisfaction towards proper sales representative Sales Representative Yes No No. Of Respondents 30 20 Percentage (%) 60% 40%

Chart 6.1.9

69 Satisfaction towards proper sales representative

Interpretation The above table shows that 60% of the respondents is not satisfied with the sales representative and 40% of them are satisfied with the sales representative.

Table 6.1.10 On time delivery to the customers On Time Delivery Yes No Sometimes No. Of Respondents 18 25 7 Percentage (%) 36% 50% 14%

Chart 6.1.10

70 On time delivery to the customers

Interpretation The table and chart indicates that the on time delivery is not provided to the customers at right time. 50% of the respondents say that on time delivery is not provided. 14% of the respondents say that sometimes the on time delivery to the employyees are done.

Table 6.1.11 The proper communication between customers and suppliers Communication Strongly Disagree Disagree Neutral Agree Strongly Disagree No. Of Respondents 13 10 6 10 11 Percentage (%) 26% 20% 12% 20% 22%

71 Chart 6.1.11 The proper communication between customers and suppliers

Interpretation The table and chart indicates that there is no proper communication between the customers and suppliers. 26% of the respondents strongly disagree for the communication and 22% of respondents strongly agree withthe point.

External Customer Table 6.1.12 Sales Representative behaviour Sales Rep. Behaviour Yes No No. Of Respondents 13 17 Percentage (%) 43.3% 56.7%

Chart 6.1.12 Sales Representative Behaviour

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Interpretation The table and chart above indicates that the external customers are not satisfied with the sales representative behaviour by 56.7% based on the respondents. Only 43.3% of respondents that is customers say they are satisfied.

Table 6.1.13 Satisfaction with sales procedure Sales Procedure Yes No No. Of Respondents 12 18 Percentage (%) 40% 60%

Chart 6.1.13 Satisfaction with sales procedure

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Interpretation The table above shows that most of the customers are not satisfied by the sales procedure followed in Elmec Company.60% of the respondents are not satisfied satisf and 40% of the respondents are satisfied with the sales procedure.

Table 6.1.14 The response rate Satisfaction with Response Yes No Sometimes No. Of Respondents 13 14 3 Percentage (%) 43.3% 46.7% 10%

Chart 6.1.14 The response rate

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Interpretation The above table and chart shows that 46.7% of the respondents are not satisfied with the response made by the person in the company. But the respondents are satisfied with the response made by 43.3% and the remaining is 10%.

Table 6.1.15 Proper solution for enquiry made Proper Solution Strongly Disagree Disagree Neutral Agree Strongly Agree No. Of Respondents 8 5 3 6 8 Percentage (%) 26.7% 16.6% 10% 20% 26.7%

Chart 6.1.15 Proper solution for enquiry made

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Interpretation The table and chart shows that 26.7% of the respondents are satisfied with the proper solutiongiven by the company to the customers problem .And also the respondents are also not satisfied equally with 26.7%.

Table 6.1.16 Purchase Order matches with placed order Purchase order match Strongly Disagree Disagree Neutral Agreed Strongly Agreed No. of Respondents 8 4 4 6 8 Percentage (%) 26.7% 13.3% 13.3% 20% 26.7%

Chart 6.1.16 Purchase Order matches with Placed Order

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Interpretation The table and chart shows that the respondents says that the purchase order doesnt meert the placed order by 26.7% and equally 26.7% of the respondents are satisfied with the purchase order.

Table 6.1.17 The satisfaction of customers with delivery terms Delivery Terms Yes No Sometimes No. Of Respondents 12 13 5 Chart 6.1.17 The satisfaction of customers with delivery terms Percentage (%) 40% 43.3% 16.7%

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Interpretation The table and chart shows that the customers are not satisfied with the delivery terms by 43.3% and the remaining customers are satisfied by 40% and 16.7%.

Table 6.1.18 The customers satisfaction towards payment condition Payment terms Yes No Sometimes No. Of Respondents 11 13 6 Chart 6.1.18 The customers satisfaction towards payment condition Percentage (%) 36.7% 43.3% 20%

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Interpretation The table and chart shows that the customers are not satisfied satisfaction. with the payment conditions and the percentage is 43.3% and for satisfied level is 36.7% and 20% for rare

Table 6.1.19 The customers satisfaction towards the product Product Satisfaction Yes No Sometimes No. O Respondents 11 13 6 Percentage (%) 36.7% 43.3% 20%

Chart 6.1.19 The customers satisfaction towards the product

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Interpretation The table and chart shows that the customer is not satisfied with the product and the respondents percentage is 43.3% .The customers who are satisfied with the product contributes 36.7% and the remaining 20%.

6.2 Chi square test Detailed Calculation Hypothesis H0=If well trained sales person is employed the satisfaction of the customers will increase. Table of Observed Frequencies Trained sales person Loyal customers Normal customers Total Satisfied 12 7 19 Not satisfied 6 5 11 Total 18 12 30

Table of expected frequencies

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Trained sales person Loyal customers Normal customers Total

Satisfied 11.4 7.6 19.0

Not satisfied 6.6 4.4 11.0

Total 18.0 12.0 30

Chi square test= (o-e)^2/e Table of chi square test cell O 22 12 23 6 32 7 33 5 Total Calculated value=0.215 Degrees of freedom = (2-1)(2-1) =1 Table value of chi square= 3.84 If the calculate value is greater than tabulated value than we reject the H0(null hypothesis). Since, 3.84>0.215 The tabulated value is greater than the calculated value so we do not reject the null hypothesis. Analysis This means Elmec need to train the sales representative, so that the customer satisfaction will increase. e 11.4 6.6 7.6 4.4 o-e 0.6 0.6 0.6 0.6 (o-e)^2/e 0.032 0.054 0.047 0.082 0.215

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CHAPTER 7 FINDINGS, SUGGESTIONS & CONCLUSION

7.1 FINDINGS From the analysis it is observed that 70% of the respondents like to implement ISO 9001:2008 in the company. From the analysis it is observed that only 48% of the respondents know about quality policy. From the analysis it is observed that 58.75% of the respondents are not satisfied with meeting customers demand. From the analysis it is observed that 50% of the respondents feel that they are not satisfied with the available resources.

82 From the analysis it is observed that 54% of the respondents are satisfied and 36% is not satisfied with the Management Committees involvement. From the analysis it is observed that 40% of the respondents are satisfied with providing training to the employees. From the analysis it is observed that 62% of the respondents feel that the job doesnt satisfy with their skill set. From the analysis it is observed that 50% of the respondents are not satisfied with the reward and recognition provided to them. From the analysis it is observed that 60% of the respondents are satisfied with the sales representative. From the analysis it is observed that 56% of the respondents that is customers are not satisfied with the on time delivery to the customers. From the analysis it is observed that 56.7% of the respondents are not satisfied with sales representative behavior. From the analysis it is observed that 60% of the respondents are not satisfied with sales procedure. From the analysis it is observed that 46.7% of the respondents feel that no proper response rate is provided to them. From the analysis it is observed that 46.7% of the respondents are satisfied with the response provided to them regarding the enquiries made. From the analysis it is observed that 46% of the respondents are satisfied with purchase order made that matches with the placed order. From the analysis it is observed that 43.3% of the respondents are not satisfied with the delivery terms. From the analysis it is observed that 43.3% of the respondents are not satisfied with the payment conditions. From the analysis it is observed that if well trained sales representatives are appointed, the external customers gets satisfied. 7.2 SUGGESTIONS

83 The ELMEC company has one main office and one branch office and for both the same website is maintained and only one mail id is created for any enquiry to be made by customer. Therefore sometimes proper response is given to the customers. So it is recommended to maintain separate mail for each office. The work instructions need to be typed and should be pasted in the notice board of ELMEC so that the awareness is created for new employees and for auditors. To increase the productivity and profit of ELMEC company, more employees need to be recruited so that work can be completed in time and less work burden on employees thereby it increases customer satisfaction. The documents related to export needs to be maintained properly and in case of any enquiry made by the customer related to the product, the person is responded properly after payment. This leads to customer turn over. So the customer needs to be maintained properly. The customers are considered to be important aspect in the company and based on the research done they should be properly tracked and necessary steps need to be taken for maintain the quality. This is achieved by implementing ISO 9001:2008

7.3 CONCLUSION

International standard like ISO 9000:2008 when implemented in ELMEC company, the quality policy and objectives ,work instructions are framed and the awareness about quality policy is created among the employees in the company.

By performing gap analysis, the non conformities are identified in the customers needs and corrected. Thus the quality management system is maintained in all the departments and effective control methods and the facts are recorded in the report.

The process to be followed are identified and done sequentially for an effective implementation of ISO thereby the QMS requirements are met.

84 The quality management system of ELMEC will bring continuous improvement in the productivity of the company. Now, all the records are maintained at ELMEC, which facilitates its day to day working, operations like daily expenses, employees details etc. By the internal auditing, any non conformity identified is corrected so that the company is ready for external auditing.

The external auditing is done by certifying body and verifies that the ELMEC company is according to QMS requirements. Thus finally, obtained the ISO 9001:2008 certification for ELMEC HEATERS AND CONTROLLERS. This was made possible by maintaining a Quality Management System and proving it at a time of audit.

CHAPTER 8 BIBLIOGRAPHY Reference Sites 1. http://www.docstoc.com/docs/DownloadDoc.aspx?doc_id=39043512 2. http://www.qualitymanualtemplates.com/guides.htm 3. http://www.praxiom.com/iso-audit.htm 4. http://guide.isohelpline.com/content/iso-9001-certification

85 5. http://www.scribd.com/doc/20865379/Introduction-to-ISO-9001-2008 6. http://www.easy9001.com/products.htm#8 7. http://www.iso.org/iso/iso_catalogue/management_standards/iso_9000_iso_14000 /iso_9001_2008.htm 8. http://www.askartsolutions.com/iso-9000-lead-auditor-training/Types-OfAudits.html Reference Books 1. Charles A, Cianfrani Joseph, J.Tsiak & John E. Jack West, ISO 9001:2008 Explained, Third Edition, American Society for Quality, Quality Press,2009 2. Lorri hunt, Denise Robitaille & Craig Williams, The insiders guide to ISO 9001:2008, Second Edition, Paton Professional Press, 2008 3. Paul C. Palmes, Process Driven Comprehensive Auditing, Second Edition, American Society for Quality, Quality Press,2009 4. Eric Hystemaldemar Myhrberg, ISO practical field guide for 9001:2008, Fourth Edition, 2006

APPENDIX
9.1 QUESTIONNAIRE 1. Is it necessary to implement ISO in the organization? 1.Yes 2. No

2. Are the quality policy, objectives and procedures formulated in Elmec Company?

86 1. Yes 2. No 3.Dont know

3. The ISO is implemented in the organization mainly to meet customers demand. 1. Strongly disagree 2. Disagree 3. Neutral 4.Agree 5. Strongly agree 4. Does the PDCA cycle implemented in the organisation for process improvement and monitoring? 1. Yes 2.No 3.Dont Know

5. What is the Quality policy implemented in Elmec? Internal customers 6. Are resources sufficient during work time? 1. more insufficient 2.insufficient 3.neutal 4. Sufficient 5.more sufficient 7. Does the management commitment involves meeting, planning and c customer focus? 1.Very rarely 2.Rarely 3.Neutral 4.Often 5.More Often

8. Is the training provided to the employees regarding policy, procedures and work instructions. 1. Yes 2.No 3.Dont Know

9. The job matches with your requirements. 1. Strongly disagree 2.Disagree 3.Neutral 4.Agree 5.Strongly agree

10. The proper reward and recognition is provided by Elmec to the employees? 1.Stronly disagree 2. Disagree 3. Neutral 4.Agree 5. Strongly agree 11.Are the proper sales representative appointed in the company? 1.Yes 2.No

87 12. Are on time delivery provided to the customers? 1.Yes 2.No 3.sometimes

13. The proper communication and cooperation exist inside and outside the Elmec Company? 1. Stronly disagree 2.Disagree 3.Neutral 4.Agree 5.Strongly agree External customers 14. Are you satisfied with the sales representatives behaviour diring your visit to Elmec compamy? 1. Yes 2. No

15.Are you satisfied with the sales procedure in Elmec company? 1. Yes 2.No

16. Did the sales representative responded to you properly for your enquiry? 1.Yes 2.No 3.Sometimes

17. The sales representative presents you with the proper solution for your demand 1. Strongly disagree 2. Disagree 3. Neutral 4.Agree 5. Strongly agree

18. The product or service matched your orders 1. Strongly disagree 2. Disagree 3. Neutral 4.Agree 5. Strongly agree 19. Are you satisfied with the delivery terms like packing? 1.Yes 2.No 3.Sometimes

20. Are you satisfied with payment conditions? 1.Yes 2.No 3.Sometimes

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21. Are you satisfied with the product? 1.more satisfied 2.Not satisfied 3.Medium